Ron Bartram - MAS2011 Presentation

8/6/2019 Ron Bartram - MAS2011 Presentation

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Ron Bartram

Managing Director, Herbert Parkinson (the John Lewis

Partnership)


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Herbert Parkinson

A branch of the John Lewis Partnership

Ron Bartram, MD

Dancing with Lean


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Agenda

1. The Business

2. What weve achieved with Lean

3. What works and why ?

4. Achieving critical mass !


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Home Furnishings including..

Design & Weave

Fabric

7 day Curtains & Blinds

Duvets & Pillows


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People make the difference


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Total Sales in 2010 up +15 %

21.718.8m

15.9m

2008/09 2009/10 2010/11


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4 stages on the journey

Parity with the

competition

Gain support for amanufacturing strategy

Eliminate negative

potential

Competitive

advantage


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Making it

Happen

Vision..

..and clear Key Objectives


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Agenda

1. The Business





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Improvements Obtained :-

Created a future state map for the area

Improvement in efficiency

Waste reduction re-cut and rejects

Highlighted 7 Wastes Balanced workload

Moved closer to one piece flow

Identified capacity & line balance

Share the workload Better planning with maintenance


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25% less space required


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Improved Visual Management


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How can we measure ownership ?The team now look after the dept -

it has become a way of life.


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Agenda

1. The Business





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Dont trust fortune tellers


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Starting up Improvement teams

Objectives:-

Put LEAN theory into practice

Kick start the improvement process Improve Visual Management

LEAN is fun!

Utilise cross functional teams

Ability to roll out to other areas

Understanding the whole flow


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Value Stream Mapping identifies all thewaste in the process

.. and needs a X functional team


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Using PSDQC boards

..with Key Performance Measures that are relevant tothe area


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The team ensure they achieve theiraction plan targets


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Team proposes Future Improvements.

Apply visual standards to other areas of the business

Value Stream Map other areas

Opportunity to map stock accuracy process

understand root cause Involvement of other Partners take ownership

Re-visit areas are we where we want to be?


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What we can tell about the future is that it

implies major changes

Status quo is not an option


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Working Highlights for theTeam

Everyone working together

Applying LEAN training to practical process learn through doing

Uncovering day to day issues in the area

Better communication

Understanding changes in demand beingproactive rather than reactive


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Agenda

1. The Business





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Train all your team

and pick your projects.


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Find your Facilitator


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Long-term winners will be those who are

flexible and adapt

Test, accept failure, learn


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Accelerating improvement

Train all your people, but use them in projectteams as soon as you can.

The pay off is not always quick.

Be prepared to revisit projects.

Sustaining improvement is the hardest.

Some techniques are easy and fun to do

but process mapping is scary until youvedone a few. Use MAS. However, the pay off

can be great and the improvement teamgains great confidence and want to do more !


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Its not about matching the competition.

Everything he did, Idid too, butbackwards and inheels.

Ginger Rodgers

Documents

Ron Bartram - MAS2011 Presentation